> tpl_ppm_009
Cost/Schedule Performance and Earned-Value (EVM) Workbook
Comprehensive project controls workbook establishing Earned Value Management (EVM) metrics including Planned Value (PV), Earned Value (EV), Actual Cost (AC), Cost Performance Index (CPI), Schedule Performance Index (SPI), and Estimate at Completion (EAC) forecasting.
Quantitative project controls workbook tracking Planned Value, Earned Value, Actual Cost, CPI, SPI, and predictive EAC forecasts.
Important Tech Document Template & Operational Notice
TinyCTO.tv Tech Document Template Notice: This template is a general educational and operational starting point. It is not legal, tax, accounting, investment, procurement, regulatory, security or certification advice. Requirements vary by jurisdiction, organization, contract and risk. Review and adapt it with qualified professionals before relying on it.
Problem Solved
Engineering teams report that "we spent 60% of our budget, so we must be 60% done", concealing massive cost overruns and deliverable deficits until capital is entirely depleted.
When to Use
- •Managing multi-million dollar capital transformation programs requiring strict quantitative performance control
- •Reporting mathematical cost and schedule health to financial controllers, lenders, and executive steering committees
- •Forecasting realistic Estimate at Completion (EAC) costs based on empirical team velocity and burn efficiency
When NOT to Use
- •For basic daily software agile burn-down tracking (use TPL-DEL-009)
- •For statutory tax filing depreciation schedules (use TPL-FIN-006)
5 Template Sections & Structural Outline
Core parameters: Planned Value (budgeted cost of work scheduled), Earned Value (budgeted cost of work performed), and Actual Cost (actual cost of work performed).
Cost Performance Index (CPI = EV / AC; <1.0 means over budget) and Schedule Performance Index (SPI = EV / PV; <1.0 means behind schedule).
Predicting final costs: Estimate at Completion (EAC = BAC / CPI), Estimate to Complete (ETC = EAC - AC), and Variance at Completion (VAC = BAC - EAC).
The cost efficiency factor the team must maintain for the remaining work to finish within the approved budget (TCPI = [BAC - EV] / [BAC - AC]).
Establishing performance measurement baselines (PMB), disciplined scope change authorization, and reporting cadences.
Completion Instructions
Independent Review Checklist
- All mandatory sections completed
- No secrets or passwords included
- Executive sponsor sign-off obtained
Cost/Schedule Performance and Earned-Value (EVM) Workbook - Worked Case Study
Fictional Entity: Sovereign Payments $16M Real-Time Core Platform EVM Controls Model
Real-world production case study demonstrating complete operational adoption for Sovereign Payments $16M Real-Time Core Platform EVM Controls Model.
- •Detected cost degradation at Month 3 (CPI = 0.88), triggering scope rationalization that prevented a projected $3.2M budget overrun
- •Tracked SPI curves across 24 work packages, maintaining schedule delivery within 11 business days of original target
- •Modeled multi-scenario EAC and TCPI indices for quarterly executive steering and lender covenant reporting
Frequently Asked Questions
Why is comparing Actual Spend to Planned Budget an inaccurate measure of project progress?
If a project has spent $600K of a $1M budget, it tells you nothing about whether you received $600K worth of real progress. If you only completed $300K of actual deliverables, your project is in severe crisis (CPI = 0.50), but simple budget spend tracking gives the false impression that you are "60% done". Earned Value Management links spend directly to verified physical output.
What does a Cost Performance Index (CPI) of 0.82 indicate?
A CPI of 0.82 means that for every $1.00 of budget spent, the program is only generating $0.82 of tangible deliverable value. The program is operating at an 18% cost inefficiency. If BAC is $10M, the projected Estimate at Completion (EAC) will balloon to $12.19M ($10M / 0.82).
What is the To-Complete Performance Index (TCPI) and how is it used by steering committees?
TCPI calculates the cost efficiency required for the remainder of the project to meet the original budget target. If a team has been operating at CPI = 0.85, and the formula reveals a TCPI of 1.35 is required to hit budget, leadership knows the budget is unreachable (a team operating at 0.85 cannot suddenly operate at 1.35 efficiency), making budget extension or scope cut mandatory.
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Authoritative Sources
- ANSI/EIA-748 Earned Value Management Systems (EVMS)ANSI / Defense Acquisition University • OFFICIAL REQUIREMENT
- PMI Practice Standard for Earned Value Management (2nd Edition)Project Management Institute • OFFICIAL REQUIREMENT